As the reformation of Beijing Shougang Old Industrial Area attracts wide attention, Shougang Construction Group closely centers on different key tasks including the all-rounded entry of the Beijing 2022 Olympic Games Organizing Committee, all-rounded launch of winter training venues and auxiliary facilities or green landscape, adheres to the "high starting point, high standard, high level" in its management and builds the park with a high positioning of "world vision, international standard and Chinese characteristics".

In order to realize the stated objectives, ensure the high quality and speed of engineering project and construction safety and produce quality project, Shougang Construction Group confirms altogether 27 project red circle nodes in accordance with the overall arrangement of different projects and clarifies the responsible organizations as well as the overall schedule of N3-3 transfer point, parking structure, staff canteen, interior and exterior decoration of main control building, N1-2 and N3-2 transfer point, conference center and united pump station and training centers of Olympic speed skating, figure skating and curling; make sure that the quality objectives of major structural quality project, decoration demonstration project and park sample project be realized; make sure that standardized construction be a common practice, and establish the quality, safety and environmental objectives like civilized construction objectives of Beijing construction engineering safety demonstration sites.

The Group further clarifies the responsibilities and makes clear organization structure and division of labor. The Group manages in the form of "one command, two departments". The Park Headquarters is the fronting functional department of the Group, coordinating and arranging all projects in the Park in terms of progression, quality, safety and civilized construction while directly managing other projects except the turnkey projects in the Group.

The strengthened organization and intensified implementation ensure that the schedule goals of all units at different stages be fully completed. Xishi Winter Olympics Project is in the process of fine interior and exterior decoration, which shows the final achievement. The project construction must be conducted with high starting point, high level and high standard and Winter Olympics Office Area should be reformed in strict accordance with red circle nodes; the winter training venues also face urgent time and huge tasks. In the event of grim conditions and huge tasks, firstly, the objective should be clear and red circle nodes should be announced. Participating units should work in tandem according to the announced network nodes and create the three-stage network; secondly, the Group should focus on implementing and resolving the issues one by one to ensure the online project management be carried out step-by-step; thirdly, the Group should break the convention, be independent and uphold punctuality, implement three-shift work system and the management staff take command. Parallel construction should be carried out among 13 single units of Winter Olympics Office Area, 4 single units of winter training venues, Shougang No. 3 Blast Furnace and Xiu Pond project. If possible, they should be completed as soon as possible so as to create the conditions for the work of next stage; Last but not least, the Group should enhance the management of long-term  project equipment. In accordance with the requirement of "unity of three forms", the Group plans and participates in advance to ensure the timely equipment mobilization. Meanwhile, the content related to the installation of equipment manufacturers should also be included into the sequence of project engineering.

The Group should adhere to the principle of security red line and bottom line and hold zero tolerance to unsafe work. Besides, the Group should set up the sound safety assurance system as well as the three-tier safety management system in the Contractor Project Department, secondary companies and the Project Department, set up the sound responsibility system in safe production for different levels of employees to ensure the "dual responsibilities for one post" and shared responsibility between government and CPC; recognize the source of danger in an all-rounded way. The Group should follow the project progression and environmental changes during the whole process, determine the important source of danger through assessment and thus develop the system to recognize and assess the source of danger. A dynamic sign informing the source of danger should be put at an obvious position of the construction site; stress safety disclosure and refuse to start construction. without safety disclosure. The previous single-mode entrance education of workers should be changed into differentiated education according to the work type. The information of educational training will be recorded in the database with the real-name system. The Group should normalize the specific management of "Three No and One Ban". At different stages of the project, safety check planning should be compiled on a monthly basis and the person signing and checking will take the responsibility; standardized safety production should be a norm and those safety protection facilities such as protective barrier, protective shed and protective door at the construction site should be promoted as standardized tool; besides, the "five 100 percent" should be strictly implemented at Beijing construction site, specifically, 100 percent fence around the site, 100 percent cover on bulk materials, 100 percent wash for vehicle access and exit, 100 percent main road hardening at the construction site and 100 percent wet process at the demolition and earthwork site.

The Group should insist on the quality management measures, make elaborate plans, strengthen the process management and realize the quality project with the "craftsman's spirit". First and foremost, the Group should summarize the experience and lessons of completed stock bins and silos in Xishi Winter Olympics Project. Besides, it should straighten out the key points in quality management and control, improve the quality plan and divide it into detailed parts of processes. Secondly, the Group should set up the sound quality assurance system and quality management structure so as to develop an integrated, coordinated and stimulative quality management with clear tasks, responsibilities and authority as well as the dual system operation mechanism, namely, internal quality assurance system and external quality assurance system. Thirdly, the Group should strictly control the entry of professional subcontract team and labor subcontract. Choose the powerful subcontractors with high qualification level, good reputation and excellent performance to guarantee effective project quality management fundamentally. The fourth is to establish the coordinated design mechanism. The Group can organize relevant designing institutes to communicate and coordinate designing issues every Thursday. The fifth is to insist on the template-led system. The Group should complete the template projects such as curtain wall, external facade vision template, public area refined decoration vision template and office area refined decoration vision template. Last but not least, the Group should implement the regular session system of project quality. The technical quality regular session by project manager or chief engineer should be held every week to stress the construction process management.

At the construction site, the "six focuses" management should be launched, specifically, the focus on passageway, clearing, fence, working suit, stacking and fire prevention and civilized construction management measures should be strengthened. In view of the strict management requirement of civilized construction in the Park, the Group should clarify the relevant implementation standards, make sure management responsibilities at different levels and have an overall plan of the construction site by rewriting the Manual about Engineering Standardization in the Park of Shougang Construction Group relevant to Beijing Shougang Park project. In strict accordance with the plan, the Group should consider the plan as the guiding document of onsite standardized management and a blueprint to follow throughout.